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Creativity and Design
Day 2: Who?
How did your views change yesterday?
Design and Creativity
(D&C)
why?
who?
how?what if?
so what? who?
Please define yourself in 10 statements
http://testyourself.psychtests.com/testid/3178
http://www.wall321.com/
WRONG
The hemispheric division of the brain is meaningless for creativity for a few reasons:
• Creativity is not reducible to cognitive processes• In any case, multiple neural processes are necessary for
higher-order cognition• Moreover: neuroplasticity; the brain capacity to re-
organise itself (functional and structural changes) as a result of learning and experience!
13
http://www.todayonline.com/
“We review a total of 72 experiments… Taken together, creative thinking does not appear to critically depend
on any single mental process or brain region”
Dietrich, A., & Kanso, R. (2010). A review of EEG, ERP, and neuroimaging studies of creativity and insight. Psychological bulletin, 136(5), 822.
"I have devoted 30 years of research to how creative people live and work… If I had to express in one word what makes
their personalities different from others, it's complexity.
They show tendencies of thought and action that in most people are segregated. They contain contradictory extremes; instead of being an individual, each of them is a multitude."
https://i.ytimg.com/vi/nXnGSfzoTHw/maxresdefault.jpg
Wear many hats, be able to scope problems and draw from ideas from a wide technical and social repertoire
Gold, R (2001) The Plenitude, MIT Press
New experiences Inaccurate Moderately inaccurate
Moderately accurate
Accurate
1. I have an intense curiosity and a vivid imagination
2. I like playing with words (metaphors, rhymes)
3. I try to avoid new, risky or unprecedented ideas
4. I often try new routes when commuting
5. I rarely spend time daydreaming
6. I only read books/magazines related to my job
7. I don’t understand abstract/contemporary art
8. I’d rather travel in organised tours
9. I enjoy trying/cooking new cuisines and dishes
10. Most of my friends are very similar to me (age, profession, hobbies, ethnicity)
Creativity can certainly be learned (can it be taught?)14
http://www.todayonline.com/
http://www.fastcompany.com/1746447/david-kelley-designing-curious-employees
https://img1.etsystatic.com/045/0/6534203/il_570xN.741721601_ej6w.jpg
http://americanfootballfilms.com/wp-content/uploads/2012/05/positions.jpg
“They contain contradictory extremes; instead of being an individual, each of them is a multitude”
Creativity is a “team sport”; a property of systems.15
http://www.todayonline.com/
“In primates, social group size is a monotonic function of brain size”
Large brains evolved to manage unusually complex social systems // Robin Dunbar
All human cognition is fundamentally, social16
http://www.todayonline.com/
FamilyCulture
Nature
Friends
Media‘you’
How many of your 10 statements are social?
Renate Fruchter
From islands to awareness to appreciation to understanding
Fruchter, R. (2001). Dimensions of teamwork education,International Journal of Engineering Education, 17(4/5), 426-430.
Some rights reserved by Joseeivissa 2.0
http://photography.nationalgeographic.com/photography/photo-of-the-day/house-river-serbia/
ISLA
ND
“engineers are so square-minded and only do numbers, they aren't as creative as designers"
ISLANDS
“designers don't know much; they come up with crazy unfeasible fluff, but we engineer great solutions”
Some rights reserved by Imahinasyon Photography
AWAR
ENES
S
“engineers are good at solving problems and some can be quite inventive, they can solve our technical problems"
AWARENESS
“artsy stuff can be useful, great design makes our efficient solutions usable, let them decorate our products”
http://photography.nationalgeographic.com/photography/photo-of-the-day/wind-blown-tree/
APP
REC
IATI
ON
“there are marked differences across engineering areas;specialists know x amazing stuff but are trained in y limiting ways”
APPRECIATION
“good designers can help everyone in a team be creative, they are able to see things differently and bring value to technology”
“I learned key concepts, techniques, and tools from other disciplines. This enables me to contribute in ways I couldn’t do alone, and others cannot do without me”
UNDERSTANDING
“I learned key concepts, techniques, and tools from other disciplines. This enables me to contribute in ways I couldn’t do alone, and others cannot do without me”
Collaboration is hard; creative collaboration is harder!16
http://www.todayonline.com/
https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
“Over two years we conducted 200+ interviews with Googlers and looked at more than 250 attributes of 180+ active Google teams.
We were pretty confident that we'd find the perfect mix of individual traits and skills necessary for a stellar team.
We were dead wrong. Who is on a team matters less than how the team members interact, structure their work, and view their contributions.”
http://www.flickr.com/photos/fraleigh/
Ficus benghalensis: aerial prop roots grow into thick woody trunks which, with age, can become indistinguishable from the main trunk
How can your team be (more) creative?
- Break -
Innovation champion What is the country that you consider to be the leading innovation champion?
Q1. What is THE country that you consider to be the leading innovation champion? Base business executives: 2,748
+5 -1 - 1 +2 = + 1-3 = =NEW
ENTRANTS-6 +1 + 1 +1NEW
ENTRANTS
Points difference with 2014 ranking
33%
17%
10% 9%
3% 3% 3% 3% 2% 2% 2% 2% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1%
USA Japan Germany China SouthKorea
Israel UAE UK India Sweden France Singapore Australia KSA Canada Russia Switzerland Malaysia Turkey Mexico SouthAfrica
Finland
41
https://www.globalinnovationindex.org/userfiles/file/GII-2015-Infographics.pdf
https://www.globalinnovationindex.org/userfiles/file/GII-2015-Infographics.pdf
http://martinprosperity.org/media/Global-Creativity-Index-2015.pdf
http://martinprosperity.org/media/Global-Creativity-Index-2015.pdf
• Power Distance: the degree of equality/inequality between people in a particular society
• Individualism: the degree to which a society reinforces individual or collective achievement and interpersonal relationships
• Masculinity: the degree societies reinforce the traditional masculine work role model of achievement, control, and power
• Uncertainty Avoidance: the level of acceptance for uncertainty and ambiguity within a society
• Long-Term Orientation: how every society has to maintain some links with its own past while dealing with the challenges of the present and future
• Indulgence: the extent to which people try to control their desires and impulses, based on the way they were raised
http://geert-hofstede.com/
http://geert-hofstede.com/
Seven (7) countries in the Geert Hofstede research have Individualism (IDV) as their highest Dimension: USA (91), Australia (90), United Kingdom (89), Netherlands and Canada (80), and Italy (76).
High IDV ranking indicates a society with a more individualistic attitude and relatively loose bonds with others. The populace is more self-reliant and looks out for themselves and their close family members.
“The low Individualism (IDV) ranking is manifest in a close and committed member 'group', be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount. The society fosters strong relationships where everyone takes responsibility for fellow members of their group.”
http://geert-hofstede.com/
Asia and Latin America: Collectivism
Scandinavian countries: “A low Masculinity (MAS) may be indicative of a low level of differentiation and discrimination between genders. In this culture, females are treated more equally to males in all aspects of society. This low Masculinity ranking may also be displayed as a more openly nurturing society.”
http://geert-hofstede.com/
“Masculine society: Performance is highly valued and early required as the school system separates children into different types of schools at the age of ten.
People rather “live in order to work” and draw a lot of self-esteem from their tasks. Managers are expected to be decisive and assertive. Status is often shown, especially by cars, watches and technical devices.”
http://geert-hofstede.com/
Uncertainty avoidance (UAI)
• High UAI when people feel threatened by uncertain or unknown situations;
• Low UAI when “risks are accepted, such as changing jobs and starting activities for which there are no rules”
Hofstede, G. (2001), Culture's Consequences; Comparing Values, Behaviors, Institutions and Organizations across Nations, Thousand Oaks: Sage
http://www.designsingapore.org/Files/Dsg_II_Strategic_Blueprint.pdf
“… this rate of change will need to be matched with mindset and paradigm changes in order for us to maintain our ability to innovate, and to create new value.
Design must become the critical strategic tool for futureproofing Singapore from the uncertainties of the future.”
Reflect
How can you embrace ambiguity?
Does your team/organisation avoid uncertainty?
Remember recent responses to uncertainty
Challenge
Look for stable certainties, then prioritise them
Select one certainty near the top of your list
Question it, imagine alternate scenarios and their consequences
Discussion
When may ambiguity be desirable/valuable?
How may we work with ambiguity?
Develop ways for you and your team to welcome ambiguity
Every organisation requires a unique approach to nurture a creative atmosphere17
http://www.todayonline.com/
What type of creativity may fit your organisation?
https://i.ytimg.com/vi/kZKG2wqs9_Y/maxresdefault.jpg
A creative atmosphere in built on mutual trust18
http://www.todayonline.com/
Abductive logic
‘Inference to the best explanation’
Premises that lead to “what if?” statements
Deductive: “All men are mortal, therefore…”Inductive: “All swans are white…”Abductive: “Our new idea will be a success…”
Think abductively
Dean Kamen (2002): Big Idea “a fairly big problem in transportation”
http://www.youtube.com/watch?v=VSWBcizzpKM
Apple G4 Cube
http://www.youtube.com/watch?v=4-PB86oy044
Rotman Design Challenge 2013
www.youtube.com/watch?v=fNgBRcp0u7w
- Lunch -
Creative leadership
http://cdn.c.photoshelter.com/img-get/I0000yUjs2SzhMLY/s/900/720/009TokyoKaraoke25OCT12-DSC4431.jpg
Problems don’t exit!19
http://www.todayonline.com/
12/03: "Students have problems finding lecturers"
12/03: “Poor teamwork due to limited social interaction"
26/03: “Self-learning toolkits"
26/03: “An experiential workshop to learn advantages of collaboration”
Sample well-framed problems:
“We decide to tackle child obesity, since it is agrowing trend in many countries includingSingapore and will target one or more of thekey factors involved: sedentarism, eatingdisorders, stress, nutrition, food preparation,advertising, genetics, and inherited habits.”
“Doing laundry wastes too much water,requires too much energy and generatesunnecessary waste. Something radicallydifferent needs to change to reduce pollutionand improve efficiency dramatically.”
“A new space is required for exhibition andwork activities. The design should reflect aforward-thinking integration of technology anddesign. Allocated space and budget areattached.”
“Studies A and B of creative teams report thatexisting software applications don’t offeradequate support for creative collaboration.”
Not so well-framed problems:
“I want to help people lower their energyconsumption by automating lights at home”(Jumps straight to a specific solution)
“Students need a system to locate theirlecturers outside class hours” (Fails to inspectactual problems and lacks a basicunderstanding of teaching/learning dynamics)
“Buildings should promote courteousbehaviours between dwellers” (Based onpersonal biased impressions, easy tochallenge if no further baseline data orconcrete examples are given)
“We will design an electric baby stroller”(Why? Who needs it?)
“The problem with poverty is people lackmoney” (Not only a circular argument, alsoignores a myriad non-financial factors)
Design projects
Marketing brief:Design a “classroom in a bus” where children learn about recycling
Project for TetraPak Mexico (1997-1998)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Project for TetraPak Mexico (1997-1998)
Museum in a Bus Fernando Prieto / Ricardo Sosa
Project for TetraPak Mexico (1997-1998)
Marketing brief:Design a “classroom in a bus” where children learn about recycling
Project for TetraPak Mexico (1997-1998)
1. Videogames^
2. A car^
3. A bungalow^
4. Kitchen utensils5. Toys6. Farm tools7. Learning spaces8. Museum exhibits9. Playgrounds10. Point-of-sale11. Handcrafts12. Phone cabin13. Stairs14. Interactive displays15. Websites16. Virtual galleries17. Office furniture18. Lamp19. Suitcase20. Chairs and benches21. Book covers22. Picture frames
23. Interactive toys24. A thousand products, websites, systems, services#
25. Rapid prototyping machines#
26. Thirteen companies#
27. Doors*28. Car dashboard displays*29. More cars*30. Robot-friendly furniture*31. A visual divergence test32. Reconfigurable robots33. Social robots34. VR systems35. Interactive art exhibits36. Too many apps37. Curriculums, syllabus, activities, support materials38. Design platforms, methods and techniques
^ as a teenager, before entering college# by around 900 design and engineering students in 5 countries* by computational generative systems that I’ve authored
Oakley Disruptive By Design
“Create an innovative design that will disruptelite sports performance in a way that hasn’tbeen seen before. It needs to be an idea that'smore than just an adaptation of an existingapproach. It needs to be something new andradical. Something that is truly Disruptive byDesign. The most disruptive ideas come fromunfamiliar and unexpected places. Takeinspiration from the wider world: nature,aerospace, architecture, science fiction. Thereshould be no limits to your sources. There arealso no restrictions on the format of thedesign. It could be a product, a garment, anew way to use technology, a digital design, orsomething entirely new that responds to orenhances elite sports performance:disruptivebydesign.com
James Dyson Award
Design something that solves a problem. Thebrief is broad. We’re looking for designers whothink differently to create products that workbetter. Engineers who follow an iterativedesign process. Rough and ready prototypes.Products that have a significant and practicalpurpose, are commercially viable, and aredesigned with sustainability in mind:jamesdysonaward.org/the-brief/
http://www.ideaslaboratory.com/projects/innovation-barometer-2013/
“The ability to understand customers”
Define your users and stakeholders
http://www.healthyfoodspirit.com/wp-content/uploads/2015/03/Red-Onions-health-benefits-almighty.jpg
Users, customers (external and internal) are the raison d'être* of your organisation. Do you know them?
* ‘reason for being’
20
http://www.todayonline.com/
“ It’s so fascinating to look and listen to people”http://interviewproject.davidlynch.com
“HONY now provides a worldwide audience with daily glimpses into the lives of strangers”
http://www.humansofnewyork.com
“Double ignorance: we don’t know the true impacts of our products/services and we don’t realise that we don’t know” Daniel Goleman in Ecological Intelligence
Dr. Ricardo Sosa: [email protected]
User opinion User behavior User beliefs
Surveys: ask large groups to choose between
options
Focus group and review sessions: enroll people to
evaluate or try out an idea
Record and analyseemotional responses to a
specific set of stimuli (i.e., semantic differential
techniques)
Semi-structured interviews: engage in a dialogue to inspect a
specific topic
Generative sessions: give people tools and
materials and ask them to imagine and build
things
Record and analyse what people say while solving
a structured task (i.e., think aloud methods)
Contextual dialogue: spend time with people in their natural context
and engage in conversations
Ethnographic observations: immerse yourself in situations
where you can witness issues of interest
Listen to people chat and articulate their ideas in
their natural setting (i.e., conversation analysis)In
crea
sing
degr
ee o
f str
uctu
re a
nd e
xplic
itnes
s
Increasing importance of ethical considerationsSanders, E. N. (2000). Generative tools for co-designing. In Collaborative Design (pp. 3-12). Springer London.
User model vs. Task model
Dr. Ricardo Sosa: [email protected]
“It was performing so well from a design standpoint that users no longer felt the need to browse areas outside of the News Feed as often, so they were spending less time on the site” http://dcurt.is/facebooks-predicament
Co-Design
Liz Sanders and her team use this map to present participatory approaches in design: http://www.maketools.com
http://www.fastcompany.com/pivothttp://www.fastcompany.com/1836238/how-eric-ries-coined-pivot-and-what-your-business-can-learn-it
-Break-
Problems are all around us
http://i.imgur.com/8oixIdR.jpg.jpghttps://hbr.org/2011/04/why-most-product-launches-fail
Rule # 1: Don’t ask what people want
Rule # 2: Don’t (only) ask people
Rule # 3: Don’t (only) listen to people
“If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and 5 minutes thinking
about solutions”
-A wise remark attributed to Einstein
Calaprice, A. (2010), The Ultimate Quotable Einstein,, Princeton University Press, Princeton, New Jersey.
“If I had an hour to solve a problem I’d spend 55 minutes talking about
the problem with people and 5 minutes thinking about solutions”
(My modified version)
“A paradigm shift occurs when a question is asked inside the Current paradigm that can only be answered from outside it”
The Art of the Question, Marilee Goldberg
http://www.flickr.com/photos/oberazzi/318947873/sizes/l/
A Powerful Question
• generates curiosity in the listener
• stimulates reflective conversation
• is thought-provoking• surfaces underlying assumptions• invites creativity and new
possibilities
• generates energy and forward movement
• channels attention and focusesinquiry
• stays with participants• touches a deep meaning• evokes more questions
Scope of Powerful Q’s
Different levels of asking the same question:
• How satisfied are you with your job?• How would you personally define a satisfying job?• How may one define job satisfaction?• How may one possibly define happiness?
(balance insight, scope and relevance)
Assumptions of Powerful Q’s
Different assumptions behind the same question:
• What can you do to improve your job satisfaction?• What can the company do to improve the job satisfaction of its
employees?• How would new KPIs affect your job satisfaction?• How may job satisfaction impact life quality?
(implicit / explicit)
http://www.flickr.com/photos/86979666@N00/7623744452/sizes/l/
- One hour mission -
Debriefing and (re)interpretations
• Insights• New questions• Unlocking doors• Building connections• Discovering opportunities
“It's really sad to have biological limbs, you're constrained by nature
and you can’t upgrade” Hugh Herr: http://www.dailymail.co.uk
“We started at: What does the user want? And we think the user really doesn’t want to carry a wallet. Why do you want
to do that?” Tim Cook http://www.cnbc.com/id/101989345
“Let’s retire the term entrepreneur. It’s outdated and loaded with baggage. It smells like a members-only club. Everyone should be encouraged to start his own business… Instead of entrepreneurs, let’s
call them starters. Anyone who creates new business is a starter. You just need an idea, a touch
of confidence, and a push to get you started.” “Rework” by Jason Fried and David H. Hansson
http://www.whoismcafee.com/wp-content/uploads/2014/01/jm-do-something-diff..jpg
-End of Day 02-
